Every time a person stands up for an ideal, or acts to improve the lot of others… he sends out a little ripple of hope, and as they cross each other from a million different centers of energy and daring, those ripples build a current that it can tear down the mightiest walls of oppression and resistance. -Robert F. Kennedy

Are you experiencing the “heliotropic effect”? Do you remember what it is? As you may recall from a science class long ago, this effect is defined as the tendency of all living systems toward life-giving, positive energy rather than negative energy. The plants lean towards the light; people remember better and learn faster in a positive environment; all languages ​​have more positive words in their vocabulary than negative words. All forms of life, from the tiniest bacteria to mammals, including humans, have a bias toward the positive. According to Kim Cameron, Professor of Management and Organizations at the Ross School of Business at the University of Michigan, “Strategies that capitalize on the positive tend to produce flourishing and vital results in individuals and organizations.”

What leadership roles do you have, both formal and informal, in the workplace, your family, and other social communities? How can the concept of positive leadership be applied to these roles? What is positive leadership anyway? According to the literature, positive leadership has three connotations:

1) The facilitation of extraordinarily positive performance, that is, performance that is dramatically better than typical or expected. For example, Cameron studied organizations that underwent extensive downsizing but veered off course by performing exceptionally well during and after the process.

2) It focuses on strengths and capabilities and affirms human potential (an “affirmative bias”), the emphasis is on enabling growth and prosperity rather than fixing problems.

3) Foster the best in people and systems, what is “good.” While there are some cultural differences, all societies and cultures have a catalog of traits that they consider to be virtuous or good. (Peterson and Seligman, 2004)

A related area of ​​development is the intentional creation of a positive organizational climate. Here are some sample questions to consider:

– How often am I expressing gratitude and appreciation each day to those around me?

– How often and how consistently do I encourage others to do the same?

– How can I most effectively build an environment where mistakes and mistakes are forgiven and no grudges are held?

– How can I model positive energy towards others and find and support other energy networks within my organization and communities?

– How can I demonstrate and encourage the public expression of compassion?

– How can I encourage greater recognition and celebration of successes, both big and small?

Training tip:

– Jot down a few ideas next to each of these questions about how you can improve the positive climate around you, and plan to start implementing one of your strategies each week for the next three weeks.

– Observe any changes in yourself and those around you. what did you notice? What would you like to do more?

– Set aside 20 minutes, pour yourself a cup of coffee or tea, and listen to a recent interview available online with Dr. Kim Cameron, a world-renowned leader in positive organizational leadership and co-founder of the Center for Organizational Leadership at the Ross School of Business in the University of Michigan.

– Consider getting Cameron’s latest book, “Positive Leadership: Strategies for Extraordinary Performance”; read them; share it and put it to good use.

References:

Cameron.KS (2008) Positive Leadership: Strategies for Extraordinary Performance, San Francisco: Berrett-Koehler.

Cameron.KS (2003) Virtue and organizational performance. In KSCameron, JE Dutton, and RE Quinn (Eds.) Positive Organizational Scholarship (pp. 48-65) San Francisco: Berrett-Koehler.

Peterson, C. & Seligman, MEP (2004) Character Strengths and Virtues. New York: Oxford University Press.